Many processes in a company can be improved through use of information. This website discusses information technology, which includes its processes, components, and applications. It explains how to analyse and utilise your company’s information in a way that commits business to your organisation. The more you know, the ‘gained’ knowledge, the more you will succeed. Using the site to gain business process optimisation knowledge will also prepare you to evaluate potential ERP systems.
For example, a company has inventory, it needs the ability to ship via a tractor-trailer, which has a very fast turnaround. By establishing a system that supports this important process, the company becomes more efficient.
Information you obtain from various sources can feed into some basic knowledge bases. These information bases then must be properly structured, stored, up-to-date, and available at the right time to fit into your organisation’s expertise. This may require work-flow processes, but is necessary for information governance, business process optimisation workflow, and knowledge management.
Simple Information Entities (SII) can provide guidelines for a healthy ERP use. This knowledge base provides helpful parameters for the proper selection of the ERP installation that together establish the optimum system deliverables.
The Body of Knowledge (BOK) provides a structured understanding of information elements. Basically, the BOL provides key business process optimisation concepts that define information types.
As discussed earlier, success of the ERP installation depends on its ability to do the following:
Identify Information Requirements. The KPI (key performance indicators), for example, identify which products, services, and policies should input, how much information should be input, and when to update the business process optimisation information database.
Develop a Data Warehouse
The DWH (Designer Workflow) describes the processes associated with collecting, entering, and maintaining data.
Determining the Data Quality Requirements
The DWH discusses the processes which minimise data quality errors, which determine which data elements must be maintained, and how to prevent such errors when creating the next release of business process optimisation information. The DWH also discusses the audit points at which captured data must be applied to ensure that data integrity and accuracy are kept to a minimum.
Developing the Data Warehouse workspace
The Cardhouse criteria describe how the data warehouse should look, including how to address the sheer volume of data that must be captured and what to do with the generated data.
Dealing with the Unknown
SII contains ideas for dealing with the unknown, which include such items as eliminating tries and errands from a working process, scheduling, requiring data benchmarks, phase gates, and others.
Many companies struggle just to get enough information to carry out the critical processes.
An ERP system is most effective when it provides the right information for the right decision. ERP software with the right level of information abilities must be chosen to meet organisational needs.
For example, an assembly plant requires that parts are connected, and therefore the delivery of those parts is ensured by simply turning a handle. If the coordinate dibble arrangement of business process optimisation materials is too complex, the operators are forced to use pre-determined formulas for working with many items of the same shape and size. The Kerry Group suggests dysfunctional allocation of data is a costly problem.
Since management generally has the responsibility and accountability for making decisions, data related decisions are best made by the people who know the processes best. In other words, standardised processes for the control and interpretation of data are useful to the organisation’s goals and objectives.
Additionally, well prepared information that has been collected over time and made available to management provides a ready measure of what is currently accomplished.
At the end of a hard working week, and with an ERP analysis in hand, you can review the stability of your business operations and compare them to your expectations by simply adjusting a few figures. You can then recommend to management the actions needed to correct business process optimisation problems and take corrective action.
Less effective lean- mean analysis are almost never able to appropriately pinpoint problems.
The Toyota Production System showed a target and min/max type of chart that was based on a division of labour expense. This approach has since superseded this approach with recent improvements in work breakdown structure (WBS).
More recently, the Lean- mean analysis approaches have been greatly improved by eliminating any guesswork. Because Six Sigma is a disciplined approach, techniques like a scorecard scale for a high to low percent based on business process optimisation data, from the numbers generated, will provide accurate metrics.
The Lean- mean approach gives a dimension of plot or a scorecard with displays in which to determine processes, and items that are being visited. This is called the potential Y-card or Y-card.
Y-plan for the time period in the centre. Y-future charts, your outcomes, items in-the- meantime, value-u is the business process optimisation process. This may need to monitor material available after time.